TRANSFORMATIONAL LEADERSHIP

CHAPTER 7 – MOTIVATION

BY
DR RAJA ROY CHOUDHURY
Director
Universal Business School
 Maslow’s Needs Hierarchy

Self - Job
Actualization Autonomy

Applied to Work Recognition

Esteem Environment & Rewards

Inclusion &
Belongingness Acceptance

Safety Job Security

Physiological Salary
 Herzberg’s Two-Factor Continua

Neither dissatisfied nor satisfied

Hygiene Factors Motivators

 Salary  Achievement

 Security  Recognition

 Work Conditions  Challenge

Highly Dissatisfied Highly Satisfied

 Implications for Achievement, Affiliation and
Power Oriented Managers
Primary Desires
Achievement-Oriented  Meet or surpass self-
Managers imposed goals
 Accomplish something new
 Plan long-term career
advancement
 Outperform others
Affiliation-Oriented  Establish, restore, or
Managers maintain warm relationships
 Want to be liked and
accepted
 Participate in group
activities, socialize
Socialized Power-  Persuade people
Oriented Managers  Provide advice, coaching,
and support
 Generate strong positive
emotions in others
 Maintain their reputations
inside and outside the
organization
Implications When Most Effective
 Micromanage  Entrepreneurial
 Try to do things themselves ventures
 Provide little feedback
 Tend to use command and
control style of leading
 Are impatient with others
 Avoid confrontation and  Service management
negative feedback  Human resources
 Don’t apply rules uniformly
 Soothe rather than solve
problems
 Worry more about people
than performance
 Coach and teach  Complex
 Focus on the team organizations
 Work through others  Bureaucracies
 Are politically savvy and
connected
 Fulfilling the Four Drives
Drive Ways to Fulfill in the Workplace
The Drive to Rewards System
Acquire
 Differentiates good performers from average and poor performers
 Ties rewards clearly to performance
 Provides competitive salary and benefits
The Drive to Bond Culture
 Fasters mutual reliance and friendship among coworkers
 Values collaboration and teamwork
 Encourages sharing of best practices
The drive to Job Design
Comprehend*
 Designs jobs that have distinct and important roles in the organization
 Designs jobs that are meaningful and faster a sense of contribution to
the organization
The Drive to Defend Performance-Management and Resource-Allocation Processes
 Increases the transparency of all processes
 Emphasizes fairness
 Builds trust
 SMART Goals

Specific Measurable Attainable Relevant Time bound

 Goal-Setting Pitfalls and Potential Solutions
Pitfall
Excessive risk taking
Increased stress
Goals as ceilings rather than floors
Ignoring non goal areas
Short-range thinking
Dishonesty and cheating
Potential Solutions
Specify acceptable risk levels and
consequences for moving beyond these
levels
Ensure that employees have skills, provide
training
Recalibrate goals as part of an ongoing
process; reward overachievement when it is
properly aligned
Make sure goals are comprehensive
Connect goals to broader mission of
organization
Set an example of honesty, punish dishonesty
 Expectancy Theory Model

Result
[P O]

Motivation Effort Performance Reward Satisfaction

Ability Valance
[E P] [Perceived Value]
 Example of Equity Theory

Equity exists if My Other’s

Salary/Degree Salary/Degree

Equity Does Not My Other’s

Exists If Outcome/Inputs Outcome/inputs
Misalignment between What is Hoped For and
What is Rewarded

Management Hopes For… But Rewards…

Long-term growth
Teamwork
Setting stretch goals
Commitment to total quality
Innovative thinking and risk-taking
Candor and openness
Quarterly earnings
Individual effort
Making the numbers
Shipping on schedule, even with defects
Proven methods and safety
Good news, agreeing with the boss
 Work Design as Motivation

Job Employee Outcomes

Characteristics Engagement

Variety, identity, and Meaningfulness of

significance work
High internal work
Responsibility for motivation
Autonomy
outcomes

Feedback Knowledge of the

results of the work